leadership & self deception by the arbinger institute
DESCRIPTION
Leadership & Self Deception By The Arbinger Institute. WHAT WE WANT IS WHAT WE DON’T GET!. Philosophy An underlying issue that undercuts both Individuals Organisations. SELF DECEPTION. the problem of not knowing one has a problem. PARADOX. we often create our own problems. - PowerPoint PPT PresentationTRANSCRIPT
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Leadership& Self Deception
By The Arbinger Institute
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WHAT WE WANT IS WHAT WE DON’T GET!
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Philosophy
An underlying issue that undercuts both
•Individuals
•Organisations
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the problem of not knowing one has a problem
SELF DECEPTIO
N
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PARADOX
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we often create our own problems
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we seem unaware that we create problems
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we actively resist solutions
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The result of self
Deception is…
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PEOPLE PROBLEMS
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poor communications
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poor relationships
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poor teamwork
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• Politics / Conflict• Low Morale / Motivation• Silo Thinking / Lack of
Departmental Interaction• Lack of Trust / Lack of
Empowerment• Poor Leadership - Not walking the
talk!• Lack of Ownership, Accountability,
Responsibility• No Initiative• The list goes on and on………..
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To solve it, we try different strategies
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training
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selection of the right people
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robust management methods
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Key Performance
Indicators (KPIs)
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clear milestones
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and more!
Performance Management
SystemsIncentives
and Rewards
Shared Vision, Values
BPR
Leadership Dialogue
Improved Communications
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With all these strategies in place …
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how much time do we still spend on managing people
problems?
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at what cost to the team?
at what cost to the organization?
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A BOLD CLAIM!
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•Poor Communications •Poor Relationships
•Poor Teamwork / Lack of Cohesion•Politics / Conflict
•Low Morale / Motivation•Silo Thinking / Lack of Departmental Interaction
•Lack of Trust / Lack of Empowerment•Poor Leadership
•Lack of Ownership, Accountability, Responsibility•No Initiative
PEOPLE PROBLEMS
SINGLE
DEEPER
PROBLEM
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SENSE: Share the information with
Mark to help him with his workCHOICE
Betray the sense
Honour the
sense
Person[Responsive Way]
Object[Resistant Way]
In Self-Betrayal, I feel JUSTIFIED
How I started to see Mark
•Competitor/threat
•Won’t appreciate it
•May not need it •May misconstrue my intentions
•Too dependent •Lazy
How I started to see Myself
•Deserve to be on top
•Hardworking•Busy
-Horribilise-Be defensive-Blame with thoughts & emotions
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Why is the BOX a big deal?
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L1: CustomerL2: Coworker
L4: BossL3: Team Member
Focused on Myself
Focused on my doings
Seeking Justification
Thei
r im
pact
on
me
Thei
r im
pact
on
me
Their impact on m
e
Their impact on
me
CONSTANTLY MEASURING
OTHERS’ IMPACT ON ME
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BOX SYMPTOMS
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focusing on… what others need to do
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focusing on… other’s mistakes
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focusing on… other’s negative qualities
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NOT focusing on… being a better team member
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and more!
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focus on myself
focus on my doings
focus on others
measure my impact on others
SEE OBJECTS!
SEE PEOPLE!
Remember …
When I am in the box …
When I am out of the box …
focus on results
SOLVING THE BETRAYAL PROBLEM
measure others’ impact on me
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A WAY OUT OF THE BOX
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….EMBED A WAY OF
WORKING
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THAT DOESN’T ALLOW US
TO FOCUS ON OURSELVES OR OUR DOINGS
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BUT INSTEAD
KEEPS US FOCUSED ON OTHERS AND
RESULTS
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L1: CustomerL2: Coworker
L4: BossL3: Team Member
Focus on Others
Focus on Results
My
impa
ct o
n
othe
rs
My
impa
ct o
n
othe
rs
My im
pact on
others
My im
pact on
others
CONSTANTLY MEASURE MY IMPACT ON OTHERS!